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Risk and governance


A developing market

During the period of dallas concepts for digital services have become more sophisticated.

Categories: Choice, Collaboration, Community, Connectedness, Economic Impacts, Health Impacts, iFocus / dhaca, Interoperability, Risk and governance, Self care, The future

More information: https://connect.innovateuk.org/web/dallas/i-focus1

    A developing market

    During the period of dallas concepts for digital services have become more sophisticated.

    A key paradigm

    Personal Health records are key to iFocus and across dallas

    A power shift is needed

    Is professional fear of loss of control holding back digital health and care?

    Achieving Trust and Scale

    New enablers can help overcome challenges of governance and scalability

    Aims of the dallas programme

    Interoperability of technology and organisations was key from the start

    Aligning with Clinical Pathways

    The key to clinical acceptance and adoption

    Ambitious timescales

    For ambitious programmes like Living it Up planning timelines need to be much longer

    An evaluation challenge

    dallas was a complex ever-changing project not a single service

    Appetite for self management

    Users are ready but a change in culture is needed

    Appetite for Self Management

    How self care is different for users across health and social care and how it might develop in the future

    Background to dallas

    Previous projects and trials suggested a large scale demonstrator programme was needed

    Benefits of interoperability

    More than a technology problem

    Beyond technical interoperability

    Aligning motivations and agenda is a crucial first step

    Challenges of evaluation

    Deployment in the real world makes evaluation messy

    Challenges of interoperability

    Technical interoperability is hard but may be less of a barrier than cultural interoperability


    Technology can bring choice into business as usual.

    Commissioner readiness for self care

    Self care can enable commissioners to become more proactive

    Control is the key principle

    It may be unfamiliar, even uncomfortable but the citizen needs to be in control

    Creating Citizen centred services

    Year Zero tested the impact of putting citizens in control of their data

    dallas – delivering at scale

    The aim was to have services that could work nationally

    dallas and the Whole System Demonstrator

    dallas took a systems approach to scale in contrast to clinical trials based on older technology

    Dallas evaluation overview

    Rolling out a range services at the scale of dallas had never been done before

    Dallas is different

    Providing a challenge to traditional evaluation approaches

    Delivering Self Care

    Give users choice and control of their data.

    Delivering Significant Benefits

    Digital interventions can deliver more than traditional approaches

    Digital Service Transformation

    Not about technology but about changing the way people work

    Digital should be BAU

    This is mainstream healthcare not IT

    Does healthcare ‘get’ digital?

    Other sectors have empowered their users to take control and do more; can this work for healthcare.

    Evaluation Findings – Market Readiness

    There are high level issues that remain to be solved.

    Evaluation findings – organisational readiness

    Organisations find operationalising change difficult even if they are enthusiastic

    Evaluation findings – public readiness

    We need a new conversation about privacy, technology and Information Governance

    Evaluation Lessons

    We need new ways of evaluating transformed services

    Flexibility is key to transformation

    The best partners not only want to change they have capability and capacity to follow thorugh

    iFocus PainSense

    A digital service for chronic pain management

    Impact – New IG Guidance

    working with key stakeholders to develop clearer guidelines for digital services.

    Impacting the mainstream

    More Independent is more than a technology programme

    Improving adoption

    Some things only political leadership can resolve

    Innovation impact

    Creating guidance on how clinical and private date interact

    Key Lessons from Mi

    Try something different and be prepared to think again

    Key Lessons learned

    Two alternative strategies for digitally enabled transformation

    Key to Success in Birmingham

    What characteristics of the Vitality GP Partnership made it the most successful new service in Year Zero?

    Learning from Pharma

    DHACA promotes market access, procurement and business models for innovators

    Liverpool putting citizens in control

    Only by putting citizens in control of data can we scale self care

    Living it Up in the Future

    Evolving Living it Up into a self management hub with new digital services combining health and wellbeing.

    Local Governance

    The greatest impacts are achieved by local partnerships based on close relationships

    Making progress

    How we can connectthe fast moving internet to the safe and secure NHS

    Medical Apps approval process

    DHACA’s biggest achievement to date

    Mixed methods of evaluation

    Involving both qualitative and quantitative approaches

    New approaches to evaluation

    From Randomised Control Trials to AB testing

    NHS Changes

    GP leadership has changed things for the better

    Out of our comfort zone

    Drawing expertise from beyond healthcare is challenging but brings creativity

    Overcoming Digital Exclusion

    There are ways of reaching all users

    Personally Held Records

    Trusting the public is vital

    Prescribing Technology 2

    Changing clinical attitudes is more important than mere numbers

    Professional readiness for self care

    A massive shift in culture is underway

    Public and private

    dallas addressed information flows within both health and care sectors

    Putting the individual in control

    Creating patient held records is a radical concept in transforming healthcare

    Reactions to PHRs

    Clinician and patient have different reactions to Personal Health Record.

    Readiness of NHS organisations

    NHS teams may be open to transformation but organisational commitment is an issue

    Readiness to Scale

    This needs organisations with a vision and willingness and ability to change

    Real evidence for telehealth

    Delivering significant reductions in hospital admissions in real life use

    Risk aversion

    The NHS is behind other sectors in use of the internet

    Scale and Devolution

    Local initiatives may scale faster and deeper than national solutions

    Sharing, privacy and Information Governance

    dallas has made a difference in understadning how data needs to flow to the citizen

    SMEs and the NHS

    Improving access for SMEs is the only way for the NHS to tap into specialist digital capabilities

    The Challenge of Cultural Change

    Living it Up is a platform for Self Care

    The eRedbook

    Opportunities and challenges of developing a digital Personal Child Health Record.

    The iFocus community

    Addressing the technical and organisational challenge of interoperability

    Theoretical framework

    Normalisation Process Theory was used to glean learning from qualitative data

    There is no Plan B

    Commmissioners have crucial role to play in transformation though digital

    Transformation, pace and disruption

    The NHS and industry have different approaches to change

    Two Levels of Interoperability

    Cultural fit between organisations can be as much of a barrier ot interoperability as technology

    Waiting for Evidence

    What evidence do we need before we transform services?

    Why DHACA is needed

    Progresss towards a new process for approving medical apps.

    Why Personal health Records?

    How PHRs can gather disparate medical records into one place under citizen control.